Simon Malcolm
Director of Marketing and Communications
October 2004

Salford City Council’s has clearly defined mission:
“To create the best possible quality of life for people in Salford”
To achieve this mission, the council has identified the key areas for improvement in its seven pledges:
Improving health
Reducing crime
Encouraging learning, leisure and creativity
Investing in young people
Promoting inclusion
Creating prosperity
Enhancing life
Supporting delivery of this mission is a set of priorities for the next 12 months:
Making services better reflect the needs of the people
Increasing member and public participation
Neighbourhood management
Raising the profile of the city
The following marketing and communications plan is designed to help achieve these objectives. I focuses on activities to be undertaken and key messages to be communicated.
Some of the foundations underpinning a marketing strategy for the council are in the process of being put in place:
creation of a council corporate marketing and communications function
development of a city brand strategy (incorporating tourism marketing)
establishment of a city-wide marketing forum
development of an outline city marketing plan
“To position Salford City Council as the lead agency improving the city through listening, changing, informing and delivering.”
To achieve this mission the council must provide evidence for its customers [and employees/members] that we are meeting the council’s priorities and pledges.
To do this, we must:
have a good understanding of current customer perceptions
-
have tangible evidence of meeting our priorities/pledges
actively manage perceptions of the council actively communicate our values, priorities and achievements
(LISTENING)
(CHANGING)
(DELIVERING)
(INFORMING)
Ultimately, the proactive management of these activities will reposition the council in the eyes of customers and key stakeholders
– shifting perceptions from an organisation of discrete descriptions to one of strong corporate values providing clear benefits.
The action plan is predicated on the full establishment of a council corporate marketing function and support for its work.
Strategic Brand Development
ACTION: Develop council brand values via brand building methodology as used in the development of the city branding device.

Fundamental to any future development of the city is Salford City Council. Critically, the brand strategy (mission, values etc.) of the council needs to fit with, and support, the brand vision for the city. To establish a city council brand, we need to arrive at a key set of attributes and values that everyone can sign up to. This requires us to understand the views of key stakeholders. In particular, there is a need to capture the stakeholders current view the city council’s brand values and their aspirations for what they should be.
The exercise to establish an agreed set of characteristics has been carried out by a project team as part of the senior manager development programme. The project is managed by the Marketing and Communications Team.
Outcomes will be:

an agreed set of brand statements

communication of those statements to staff

review of validity of those statements (and any image impact) within 18 months
Benefits: Staff and customer expectations in terms of behaviour and delivery are aligned. Rationale to redefined corporate identity. Brings the ‘drier’ strategic and operational plans to life and supports the development of the HR strategy.
Corporate Identity
ACTION: Clarify key e lements of the council’s corporate identity to ensure it reflects the brand values, corporate structure and maximises efficiency.
This will be done by:

rationalising the corporate identity to limit the organisation to one logotype

tightening the management of the logo and its uses through:
production of a simple guide
restricted access to the logo
dismantling of the insalford.com website
creation of a single base artwork stationary set
sign-off procedures for externally produced materials

redesign of council intranet
Benefits: Reflects brand values, corporate structure and maximises efficiency. Creates proper management of key element of the council’s visual identity. Separates city council identity from city branding device.
Market Research
ACTION: Increase resource and activity in market research and analysis.
This will be done by:

Framing research into strategic/policy-oriented and customer-oriented.

Creating a corporate research function (see attached Research Report)

Creating Marketing Analysts role within the organisation
 Setting up a Citizen’s Panel

Undertaking Scenario Development process
Benefits: Ensures strategy/services meet customers’ needs. Provides insight into trends. Identifies potential risks and aids strategy formulation by using corporately agreed inputs. Better understanding our market and customers and opportunity to develop audience segmentation to improve targeting.

Marketing Communications (Advertising, PR, Direct Mail, Sponsorship, Events)
OVERALL OBJECTIVE: To co-ordinate channels and messages, firstly, to support corporate marketing objectives and, secondly, to provide support to directorate-based activity.
Activity relating to advertising is largely covered in the city marketing strategy where it is proposed we run high profile, high-impact campaigns to change perceptions. Events/sponsorship are also covered in the city marketing strategy with the recommendation that the marketing group identify a small number of big events to support to assist in the repositioning of the city. This report focuses on the development of media relations, the creation of a new discipline – direct marketing – and operational improvements to boost efficiency.
ACTION:
PR

Reposition PR to support key brand messages versus managing directorate media agenda

Develop and manage ALL media contact through the PR team.
Benefits: Strategically important messages take precedent over operational news.

Establish a corporate theme to all PR activity to support understanding of priorities/pledges plus key messag es of ‘listening, changing and delivering’.
Benefits: Media profile and coverage builds around limited message providing greater chance of changing perceptions.
 Create an ‘Experts Panel’ – lead members and officers who can be used in a variety of media ch annels as ‘experts’ on wider public service/social agenda issues not just Salford.

Benefits: Increases reputation of council and city; opens opportunities to place Salford in media without natural Salford angle.

Corporately manage PR/Identity/Advertising of existing activities such as Central Salford to ensure that all projects provide a cohesive message about the city council (and the city).

Benefits: tangible evidence of change, opportunity to build a long-term story as each
development comes to fruition.

Establish a strong crisis management process designed to protect the reputation of the council brand particularly in the areas of staff conduct supported by a HR disciplinary code.
Benefits: Increase potential to diffuse damaging stories or turn bad news into potential opportunities to reinforce positive messages

Establish a rapid response capacity to enhance our reputation as proactive, press-friendly organisation. This requires corporate protocol for the releasing of news/information to the media.
Benefits: Increases control of the media agenda, builds opportunities to sell in broader, less newsy stories

Establish quarterly media lunch with editors/journalists of key channels to provide update on progress and set out future activity.
Benefits: enables features editors to plan in potential coverage of city council initiatives.
 Push media stories/anniversaries around key messages: ‘listening, changing, delivering’; and key issues; crime reduction, inner city regeneration.
Benefits: Stories have an agreed council angle before the media filter and coverage coalesces around a limited number of messages.

Create media stories that change perceptions – Salford as a modern council, Salford City
Council supporting cultural development. For example, we could launch City Awards creating a key anniversary date for the council to celebrate the achievement of its employees [and citizens].

Benefits: Provides opportunity to own the news agenda, build wider messages into the main ‘news’ story.
Direct Marketing
To develop our direct marketing capabilities to communicate direct with our customers, we will have to undertake a number of tasks:
- develop corporate database of key customer groups.
- develop systems to segment database into groups by value, gender, age, geography etc.
- develop datacapture loop including all customer contact points
- develop response measuring systems to measure effectiveness of investment
With this system in place we can then develop:
- personalised communications
- customer retention/loyalty programmes
Benefits: Increased take out of key messages via targeted communications. Increased customer understanding and dialogue. Improved efficiency due to lower wastage. Response to named mailings higher than generic non-addressed communications and measurable
Conclusion
 Building clear brand identity for the council will create clarity and differentiation with the city brand vision (many people are confused about the two).
 Integrated campaigns with strategic significance will be focus of the corp orate team’s work.
 Media relations will be co-ordinated from the centre in support of the core corporate messages backed up with strong codes of practice.
 Direct channels to customers will be developed to bypass the risks of PR and encourage stronger dialogue.
Simon Malcolm
October 2004